Compensation: Theory, Evidence, and Strategic ImplicationsSAGE Publications, 2 ¾.¤. 2003 - 320 ˹éÒ Compensation: Theory, Evidence, and Strategic Implications provides a comprehensive, research-based review of both the determinants and effects of compensation. Combining theory and research from a variety of disciplines, authors Barry Gerhart and Sara L. Rynes examine the three major compensation decisions–pay level, pay structure, and pay delivery systems. provides a comprehensive, research-based review of both the determinants and effects of compensation. Combining theory and research from a variety of disciplines, authors Barry Gerhart and Sara L. Rynes examine the three major compensation decisions–pay level, pay structure, and pay delivery systems.Primarily intended for graduate students in human resource management, psychology, and organizational behavior courses, this book is also an invaluable reference for compensation management consultants and organizational development specialists. |
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1 Introduction | 1 |
2 Differences in Pay Level | 11 |
3 Effects of Pay Level | 47 |
4 Pay Structure | 81 |
5 Pay Basis | 115 |
6 PayforPerformance Programs | 165 |
7 Pay Strategy | 227 |
8 Toward the Future | 257 |
| 267 | |
| 291 | |
About the Authors | 309 |
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Compensation: Theory, Evidence, and Strategic Implications Barry Gerhart,Sara Rynes ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2003 |
Compensation: Theory, Evidence, and Strategic Implications Barry Gerhart,Sara Rynes ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2003 |
Compensation: Theory, Evidence, and Strategic Implications Barry Gerhart,Sara Rynes ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2003 |
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ability actually addition advantage agency alignment appear associated attraction average basis behaviors benefits changes Chapter companies compensation competitive considerable consistent contract costs decisions depends determinants differentials difficult discussion economic effects efficiency effort emphasis empirical employees estimated evidence examined example executive expected fact factors findings firms focus Gerhart goal greater higher human important incentive increase individual industry influence interest issue labor less lower managers mean measures merit pay motivation noted observed organizational organizations outcomes particularly pay level pay strategy performance person plans positive possible potential practices predicted problems processes productivity profit programs question rates received relationship relative reported rewards risk salary sharing Specifically stock options structure substantial suggests tend theory tion types unit variables wage workers